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Management

Management (26)

Monday, 21 September 2015 02:00

Tender Evaluation & Contract Preparation

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Overview:

 

Whether your organization is seeking better prices or services from its suppliers, or contracting out and outsourcing areas of activity, effective tender/RFP preparation is a way of assessing what a competitive marketplace can offer. Effective tendering techniques are now being employed by organizations as a way of ensuring that they are contracting with the suppliers that have the best prices and levels of service.

Objectives:

 

By the end of this Course the participant will be able to:

  • Reduce the effort, time and costs involved in preparing and evaluating supplier                        
  • Understand how to write and advertise a tender/RFP
  • Learn how to prepare tenders/RFPs that solicit better and more competitive bids
  • Analyze best practices for filtering and rejecting proposals
  • Develop an elimination and ranking criteria within your organization, for suppliers
  • Grasp techniques for actively managing and measuring supplier performance

Content:

 

Module 1: Tender Evaluation:

  • An Overview
  • General Review of Project Requirements
  • Reviewing Inquiry Requirements (Technical & Commercial)
  • Reviewing Approved Suppliers Invited and the Bidders Quoted
  • Techniques & Tender Study
  • Technical Evaluation Techniques
  • Un-priced Commercial Evaluation
  • Financial Technical Evaluation Report
  • Opening of Priced Commercial.
  • Bid Tabulation / Evaluation Techniques
  • Commercial Evaluation Report, with Recommendation of Successful Bidder
  • Pre-award Meeting Agenda
  • Introduction to Negotiating Techniques
  • Letter / Fax of Intent
  • Preparation of Material Requisition for Purchasing (Specifications, Agreed Commercial Terms & Conditions)

Module 2: Contract Preparation

  • Main Contract Types
  • Nature of Contract
  • Object of Contract
  • Anti-Fraud Program

Audience:

 

This course will benefit middle managers and anyone in the area of tender evaluation and contract preparation.  

Prerequisites:

 

No prerequisites needed.

Monday, 21 September 2015 02:00

Teamwork Management

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Overview:

Teamwork is an everyday occurrence whether it's at home, in the community, whilst playing sport or at work. We are all at some stage expected to be a functional part of a performing team. This workshop will encourage you to explore the different aspects of a team, as well as ways that they can become a top-notch team performer

Objectives:

 

By the end of this workshop, participants will be able to:

  • Understand the concept of a team, and how to monitor success
  • Explain the four phases of the Tuckman team development model
  • Understand the three types of teams
  • Describe actions to take as a leader - and as a follower for each of the four phases (Forming, Storming, Norming and Performing)
  • Understand the benefits and disadvantages of various team-building activities
  • Describe several team-building activities that you can use, and in what settings
  • Follow strategies for setting and leading team meetings
  • Detail problem-solving strategies using the Six Thinking Hats model -- and one consensus-building approach to solving team problems
  • List actions to do -- and those to avoid -- when encouraging teamwork

Content:

Module One: Getting Started

  • Workshop Objectives
  • Action Plans

Module Two: Defining Success

  • What is a Team?
  • An Overview of Tuckman and Jensen's Four-Phase Model

Module Three: Types of Teams

  • The Traditional Team
  • What are Self-Directed Teams
  • Virtual Teams
  • The Right Team for the Job

Module Four: First Stage of Team Development – Forming

  • Characteristics of the Stage Forming
  • Create an environment for introductions
  • Create an environment for building rapport
  • Create an Effective Agenda
  • A Leaders Role for Forming
  • A Followers Role for Forming

Module Five: Second Stage of Team Development - Storming

  • Characteristics of the Stage Storming
  • A Leaders Role for Storming
  • A Followers Role for Storming

Module Six: Third Stage of Team Development - Norming

  • Characteristics of the Stage Norming
  • A Leaders Role for Norming
  • A Followers Role for Norming

Module Seven: Fourth Stage of Team Development Performing

  • Characteristics of the Stage Performing
  • A Leaders Role for Performing
  • A Followers Role for Performing

Module Eight: Team Building Activities

  • The Benefits and Disadvantages
  • Team-Building Activities That Won't Make People Cringe
  • Location for Team-Building

Module Nine: Making the Most of Team Meetings

  • Setting the Time and the Place
  • Trying the 50-Minute Meeting
  • Using Celebrations of All Sizes

Module Ten: Solving Problems as a Team

  • The Six Thinking Hats
  • Encouraging Brainstorming
  • Basic Brainstorming
  • Building Consensus

Module Eleven: Encouraging Teamwork

  • Some Ideas to Encourage Teamwork
  • Some Things to Do
  • Some Things to Avoid
  • Some Things to Consider

Audience:

The course is appropriate for anyone who is, or will be, involved in leading and managing teams in any field, including doctors, lawyers, government personnel, managers in human resources and financial areas, and project managers in general

Prerequisites:

No prerequisites needed.

Monday, 21 September 2015 02:00

Supervising Others

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Overview:

 

Supervising others can be a tough job. Between managing your own time and projects, helping your team members solve problems and complete tasks, and helping other supervisors, your day can fill up before you know it. This workshop will help supervisors become more efficient and proficient, with information on delegating, managing time, setting goals and expectations (for themselves and others), providing feedback, resolving conflict, and administering discipline

Objectives:

                                                                           

By the end of this course, you will be able to:

  • Define requirements for particular tasks
  • Set expectations for your staff
  • Set SMART goals for yourself
  • Help your staff set SMART goals
  • Assign work and delegate appropriately
  • Provide effective, appropriate feedback to your staff
  • Manage your time more efficiently
  • Help your team resolve conflicts
  • Understand how to manage effectively in particular situations
  • Understand what a new supervisor needs to do to get started on the right path

Content:

 

Module One:

  • Setting Expectations
  • Defining the Requirements
  • Identifying Opportunities for Improvement and Growth
  • Setting Verbal Expectations
  • Putting Expectations in Writing

Module Two:

  • Setting Goals
  • Understanding Cascading Goals
  • The SMART Way
  • Helping Others Set Goals

Module Three:

  • Assigning Work
  • General Principles
  • The Dictatorial Approach
  • The Apple-Picking Approach
  • The Collaborative Approach

Module Four:

  • Degrees of Delegation
  • Level One: Complete Supervision
  • Level Two: Partial Supervision
  • Level Three: Complete Independence

Module Five:

  • Implementing Delegation
  • Deciding to Delegate
  • To Whom Should You Delegate?
  • Providing Instructions
  • Monitoring the Results
  • Troubleshooting Delegation

Module Six:

  • Providing Feedback
  • Characteristics of Good Feedback
  • Feedback Delivery Tools
  • Informal Feedback
  • Formal Feedback

Module Seven:

  • Managing Your Time
  • The 80/20 Rule
  • Prioritizing with the Urgent-Important Matrix
  • Using a Productivity Journal
  • Using Routines and Rituals to Simplify Your Workday

Module Eight:

  • Resolving Conflict
  • Using a Conflict Resolution Process
  • Maintaining Fairness
  • Seeking Help from Within the Team
  • Seeking Help from Outside the Team

Module Nine:

  • Tips for Special Situations
  • What to Do If You’ve Been Promoted from within the Team
  • What to Do If You’re Leading a Brand New Team
  • What to Do if You’re Taking on an Established Team

Module Ten:

  • A Survival Guide for the New Supervisor
  • Ask the Right Questions of the Right People
  • Go to Gemba
  • Keep Learning!

Audience:

 

This course could be for Managers, Section heads, supervisors, team leaders

Prerequisites:

 

No prerequisites needed.

Monday, 21 September 2015 02:00

Stress Management Skills

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Overview:

Positive and negative stress is a constant influence on all of our lives. The trick is to maximize the positive stress and to minimize the negative stress. This workshop will give participants a three-option method for addressing any stressful situation, as well as a toolbox of personal skills, including using routines, relaxation techniques, and a stress log system.

Objectives:

By the end of this course, Participants should be able to:

  • Identify the best approach to a stressful situation (Alter, Avoid, or Accept)
  • Understand what lifestyle elements you can change to reduce stress
  • Use routines to reduce stress
  • Use environmental and physical relaxation techniques
  • Better cope with major events
  • Use a stress log to identify stressors and create a plan to reduce or eliminate them

Content:

Module One: Understanding Stress

  • What is Stress?
  • What is Eustress?
  • Understanding the Triple A Approach

Module Two: Creating a Stress-Reducing Lifestyle

  • Eating Properly
  • Exercising Regularly
  • Sleeping Well

Module Three: Altering the Situation

  • The First A
  • Identifying Appropriate Situations
  • Creating Effective Actions

Module Four: Avoiding the Situation

  • The Second A
  • Identifying Appropriate Situations
  • Creating Effective Actions

Module Five: Accepting the Situation

  • The Third A
  • Identifying Appropriate Situations
  • Creating Effective Actions

Module Six: Using Routines to Reduce Stress

  • Planning Meals
  • Organizing Chores
  • Using a To-Do List

Module Seven: Environmental Relaxation Techniques

  • Finding a Sanctuary
  • Using Music
  • Seeing the Humor

Module Eight: Physical Relaxation Techniques

  • Soothing Stretches
  • Deep Breathing
  • Tensing and Relaxing
  • Meditation

Module Nine: Coping with Major Events

  • Establishing a Support System
  • Creating a Plan
  • Knowing When to Seek Help

Module Ten: Our Challenge to You

  • Creating a Stress Log
  • Week One: Recording Events
  • Week Two: Identifying Stressors and Creating a Plan
  • Week Three: Creating New Habits
  • Reviewing and Evaluating

Audience:

This course could be for Managers, Section heads, supervisors, team leaders and all employees.

Prerequisites:

No prerequisites needed.

Monday, 21 September 2015 00:00

Risk Management Professional (RMP)®

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Overview:

Risk is inherent in everything that we do and it's therefore no surprise that risk management holds a high level of importance within project management. Risk management is not an optional activity in the project; risk management is essential to successful project management.

Risk management is how to handle the uncertain future events that may affect the project in order to minimize the bad or negative impact on the project and to increase and enhance the positive effect on the project

This course offers an detailed information and knowledge of project risk and risk management, its objective is to prepare students for the PMI Risk Management Professional (PMI-RMPSM) certification exam offered by the Project Management Institute (PMI).

Objectives:

By the end of the course the learners will be able to:

  • Describe the risk management process.
  • Apply risk management techniques to real-world projects.
  • Explain to others why risk management is so important.
  • Speed up their risk management efforts.
  • Use internationally-recognized Tricks of the Trade®for managing project risks.
  • Apply risk management techniques to determine the true cost and schedule for a project.
  • Save time and money on projects while still in the project planning stage.
  • Demonstrate the impact of successful projects to the organization.
  • Interpret the risk management section of thePMBOK®Guidefor everyday use.
  • Avoid common risk management pitfalls.
  • Use common project management terminology.
  • Be more focused and proactive about preventing problems, rather than just dealing with them as they occur.

Content:

I. Introduction and basic concepts

  • What is risk, and project risk management?
  • Risk management certificate requirement
  • Risk management exam

2. Risk Communication

  • Basic concepts of Human resource management and communication
  • Conflict management
  • Motivation d. Leadership
  • Stakeholder management

3. Risk Analysis

  • Risk identification
  • Creating risk register
  • Qualitative risk analysis (concepts, and tools and techniques)
  • Quantitative risk analysis (concepts, and tools and techniques)

4. Risk Response

  • Strategies for positive risks
  • Strategies for negative risks
  • Develop contingency plan

5. Risk Governance

  • Creating risk management plan
  • Communication with stakeholders’
  • Controlling risks
  • Perform trend analysis
  • Updating risk register

6. PMI-RMP simulation exam

Audience:

Individuals interested in learning the fundamentals of managing risk, or individuals preparing for the PMI Risk Management Professional (PMI-RMP) certification exam, project managers, project team members, functional managers

Prerequisites:

No prerequisites needed.

Monday, 21 September 2015 00:00

Project Management Professional (PMP)®

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  • Overview

    The PMP® course benefits project teams by enhancing communications among project peers, allows the project team to be more marketable/viable to potential clients, helps organizations achieve more accurate assessment of the scope of their project needs and more efficiently time allocated – assessing needs prior to project initiation, less time on administration tasks and increases the likelihood of projects being successfully managed within the triple constraints.

    PMP and the Registered Education Provider logo are registered marks of the Project Management Institute, Inc.

  • Duration

    Course duration :40 hrs - PDUs 35

  • Location

    Available at Maadi Branch
  • Course Outlines

    1. Overview

          • Project management processes
          • Project management knowledge areas
          • Basic fundamentals           
          • Process interactions
          • Exam structure and content

    2. Initiating

          • Process definition
          • Project selection methods
          • Project charter
          • Assigning the project manager
          • Constraints and assumptions

     3. Planning

          • Process definition
          • Core processes
          • Scope planning and scope definition
          • Resource planning, cost estimating, and cost budgeting
          • Risk management planning
          • Quality, organizational, and communications planning
          • Risk identification, risk analysis, and risk response planning
          • Procurement and solicitation planning

     4. Executing

          • Process definition
          • Project plan execution
          • Quality assurance
          • Team development
          • Information distribution
          • Solicitation
          • Source selection
          • Contract administration

     5. Controlling

          • Process definition
          • Integrated change control
          • Performance reporting
          • Scope verification
          • Scope change control
          • Schedule control
          • Cost control
          • Quality control
          • Risk monitoring and control

     6. Closing

          • Process definition
          • Contract closeout
          • Administrative closure

     

    7. Professional Responsibility

          • Individual integrity and professionalism
          • Project management knowledge base
          • Enhancing individual competence
          • Balancing stakeholders’ interests
          • Respecting personal, ethnic, and cultural differences

     8. Study Tips

          • How to study
          • Areas f or specific focus
          • Question format

     9. Final Assessment

  • Objectives

    By the end of the course the learners will be able to:

      • Demonstrate underlying knowledge of the project management framework as defined by the Project Management Body of Knowledge (PMBOK® Guide).
      • Prepare a project charter and project plan including schedule, budget and risk management plan
      • Use software applications to develop project schedules and track project progress
      • Monitor and control a project using earned value analysis and project tracking tools
      • Manage project contracts through your comprehension of its key terms and conditions
      • Manage and shape the behavior of your project team members increasing their productivity and maximizing benefit

    PMBOK and The Registered Education Provider logo is a registered mark of the Project Management Institute, Inc.

  • Audience

    • PM professionals seeking PM training required to apply for PMP® exam
    • PM practitioners seeking professional development to advance their career
    • PM staff members who have had no formal PM training
    • PM professionals seeking a comprehensive overview of the field
    • Professionals desiring a career move into the PM field
    • Managers who have become involved in the PM aspect of the organization
    • Small to mid-size business owners involved in the project management aspect of their organization
  • Prerequisites

    High school diploma, associate’s degree, or global equivalent PLUS a minimum of 5 years/60 months unique, non-overlapping professional project management experience during which at least 7,500 hours were spent leading and directing the project;

    OR

    A four-year degree (bachelor’s degree or global equivalent) PLUS a minimum of three years/36 months unique non-overlapping professional project management experience during which at least 4,500 hours were spent leading and directing the project.

    Plus attend The PMP® exam preparation Course.

    .

 

PMP and the Registered Education Provider logo are registered marks of the Project Management Institute, Inc.

 

Register Now

 

 

Monday, 21 September 2015 02:00

Project Management Mini MBA

Written by

 

 

 

[2014]

Project Management Mini MBA

Create Your Successful Future…

Proposed By:

Eng. Ahmed Taha, MBA, PMP, ITIL, PMI-RMP, CBAP


 

Introduction

Business environment becomes more and more complex and to be able to achieve the needed success, the organization needed to have a special type of leaders that can guide and lead the organization to reach the top.

In order to become this leader, Premier designed and developed this program to help you to build your future career in the project management and to prepare yourself to compete in the coming complex and changeable business environment.

This program aims to teach the attendees a group of necessary skills for the managers and leaders of the 21st century, such as: project management, creative thinking, problem solving.

What is PM-Mini MBA?

This Mini MBA is designed to prepare the attendees to be the leaders of the 21st century. It focuses on the project management as the primary tool to achieve the business objectives of the organizations.

The diploma contains three main categories of courses:

  1. Core courses
  2. Major courses
  3. Elective courses

Audience:

Project Managers, functional managers, team members, people who want to build their career in the project management, fresh graduate.

Course structure

  1. a.Core Courses
  • Strategic Management
  • Organizational behaviour
  • Creative Thinking and Problem Solving
  1. b.Major courses
  • Introduction to Project Management
  • Project management monitoring and controlling using earned value management
  • Project quality and contract management
  1. c.Elective Courses (select 1 course)
  • Financial for non-financial people
  • Human Resource Management

Course description

Introduction to project management:

This course will provide the attendees with the basic and fundamental knowledge about the project management science. I will illustrate concepts such as project, project management, stakeholder, operation organizational process assets, and many other concepts related to the field of project management.

The course will provide an overview about the 9 knowledge areas and the five process groups of project management, and the mapping between the knowledge area and process group.

Creative thinking and problem solving

There are times when we need to add a little inspiration to our thinking to get a way from everyday tools and techniques and try something new.

Are creative people just born that way or can it be learned? Is innovation like a lightning strike or is there a way to bring about successful innovation again and again

This course will enable you to experiment with a variety of different techniques to make your mind to work at its full capacity. During the course the attendees will learn how to:

  • Generate new ideas or concepts, or new associations of the creative mind between existing ideas or concepts
  • Initiate incremental, radical, and revolutionary changes in thinking, products, processes, or organizations
  • Unusual techniques of getting round the problem
  • Lear to use more of our brain
  • Experiment with creative thinking techniques
  • Use right brain thinking techniques

Project Quality & Contract Management

More than a “quality” program, Six Sigma is a business initiative that helps the organization meet its changing business needs. The adoption of Six Sigma in the Public Service can help improve efficiency and cost-effectiveness, and lead to higher standards of consistent While Six Sigma has a strong technical component, it is not a technical program but rather a management approach that emphasizes striving for perfection and breakthrough results. Participants attending this course will learn the basics of what is a contract to contract management.

At the end of this workshop, the participants will have gained valuable insight into various aspects of use and application of, a standard internationally acceptable suite of contracts.

  1. Types of Contracts
  2. Risks associated with contract types
  3. Roles of Contract Parties
  4. Procurement documents
  5. Liquidated Damages
  6. Understand the benefits and implications of a Six Sigma program, and relate Six Sigma concepts to the overall business mission and objectives
  7. Think about your organization as a collection of processes, with inputs that determine the output
  8. Use the concept of a Sigma Level to evaluate the capability of a process or organization
  9. Recognize the five-step D-M-A-I-C model used to improve processes

Financial for non-financial people

This course will show you how to interpret key financial statements, highlighting the questions and areas that matter. It shows how to understand key performance indicators to drive profitability. You will learn how to make the best decisions for your business. This course will help you to understand the financial implications of your day-to-day decisions in order to increase the profitability and performance of your business. After this course you will be able to:

  • Understand financial accounts and reports
  • Use and understand financial concepts
  • Utilise analytical skills to interpret financial results using ratios
  • Manage budgets more effectively

Organizational behaviour

Organizational Behaviour (OB) is a field of study that investigates the impact that individuals, groups, and structure have on behaviour within an organization. Then it applies that knowledge to make organizations work more effectively. Specifically, OB focuses on how to improve productivity, reduce absenteeism and turnover, and increase employee citizenship and job satisfaction. Organizational Behavior uses systematic study to improve predications of behaviour that would be made from intuition alone. But, because people are different, we need to look at OB in a contingency framework, using situational variables to moderate cause-effect relationships

This course is designed to give you an understanding of attitudes and behavior of individuals and groups in all types of organizations and as to how organizations, simple or complex, are structured and patterned to achieve their goals.

Examples of topics to be covered include: job motivation, job satisfaction, job stress, workforce diversity, employee response to organizational politics, employee ownership, workplace design, spirituality in organizations, knowledge management, leadership, group dynamics, decision making, conflict, culture, cross-cultural management and change.

PM Monitoring & Control using EVM

Feedback is critical to any success of any project, this feedback can enable the project manager to identify problems early and make adjustments that can keep the project on time and on budget.

Earned Value Management (EVM), has proven itself as the most effective performance management and feedback tool for managing projects. EVM is called "management with the lights on", because it can help clearly and objectively illuminate where a project is and where it is going- as compared to where it was supposed to be and where it was supposed to be going.

EVM provides the organization and the project manager with the methodology needed to integrate the management of project scope, time, and cost.

Objectives:

  • Understand the concept of earned value management
  • The importance of EVM in the project management field
  • What are the elements of the EVM
  • How to improve the project performance through EVM
  • How to enhance the organization resource utilization in more efficient way
  • How to apply the EVM on your project
  • Develop the forecasting reports about your project.

HR management

This course will attempt to take a broad view on Human Resources while introducing the current

theories that inform the discipline. This course examines the primary role of human resources development (HRD) in the organization to help people and organizations effectively manage change. This highly interactive course focuses on strategies for assessing, designing, and implementing training and organizational development efforts that positively impact the performance of the individual and the work group.

Topics will include:

1. Current trends in HR and training

3. Performance management

4. Training programs

6. Motivation and employee engagement

7. Career development

9. Leadership development

Strategic management

Managers must develop an understanding of the dynamics of their industries, the trends in other aspects of

the organisation’s external environment, and the organisation’s internal strengths and weaknesses. They

must be able to think creatively so that they can craft their strategies to develop a source of competitive

advantage for their organisations. This is course aims to expose students/managers to the

topics relevant to managing their businesses strategically even in a turbulent environment. Topics covered

include the analysis, development, implementation, control and evaluation steps in the strategic

management process.

Monday, 21 September 2015 02:00

Organization Development

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Overview:

Organization Development (OD) focuses on planned change in a total system.  That system can range from a work unit through a company division up to an entire organization.  

Organization Development is both a science and an art.  Effective OD is achieved through a system focus and approach.  Yet both the choice and the success of OD implementations are also strongly influenced by organizational needs, organizational politics, market forces and fad.  Thus, in examining and discussing OD interventions, we will seek to maintain a focus on the business problem/issue that is the target of the implementation. 

Objectives:

By the end of the course, participants should:

  • Have awareness and understanding of Organization Development theories and concepts and be able to apply the theories and concepts to their own experiences, observations and future involvement in change processes.
  • Understand the dynamics of the change process and resistance to change in organizations.
  • Have a familiarity with a range of Organization Development interventions and techniques and an understanding of their appropriate application, capabilities and limitations for effecting successful change in organizations. 

Content

  • Introduction to OD, its history and importance.
  • Steps of OD, different models of OD.
  • Role and Style of the OD Practitioner
  • Entering and contracting for OD
  • The Diagnostic process
  • Overcoming resistance to change
  • OD Interventions at Individual, Team and Organization Level:
    • Process interventions skills
    • Employee Empowerment and Interpersonal Interventions
    • Team Development Interventions
    • Intergroup Development Interventions
  • Organization Transformation and Strategic Change Interventions Focusing on the Relationship

Audience

This course could be for top management and department Managers.

Prerequisites:

No prerequisites needed.

Monday, 21 September 2015 02:00

Middle Managers Workshop

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Overview:

 

Traditionally, middle managers make up the largest managerial layer in an organization. Middle managers are responsible to those above them and those below them. They head a variety of departments and projects. In order for a company to operate smoothly, it is essential that those in middle management be committed to the goals of the organization and they understand how to effectively execute these goals.

It is crucial for businesses to focus on these essential managers and provide them with the opportunities to succeed. No matter the organization’s structure or size, it will benefit from employing well-trained middle managers.

Objectives:

 

At the end of this workshop, participants should be able to:

  • Define management.
  • Understand ethics in the workplace.
  • Manage information and make decisions.
  • Be familiar with the control process.
  • Use organizational strategies to facilitate change.
  • Create structures and processes to manage teams.
  • Manage as a leader.

Content:

 

Module One: Getting Started

  • Workshop Objectives
  • Pre-Assignment Review

Module Two: Introduction to Management

  • What is Management?
  • What Do Mangers Do?
  • What Does It Take to Be a Manager?
  • Why Does Management Matter?

Module Three: Ethics and Social Responsibility

  • What is Ethical Workplace Behavior?  
  • What is Unethical Workplace Behavior?
  • How to Make Ethical Decisions
  • What is Social Responsibility?

Module Four: Managing Information

  • Why Information Matters
  • Strategic Importance of Information
  • Characteristics and Costs of Useful Information
  • Getting and Sharing Information

Module Five: Decision-Making

  • What is Rational Decision-Making?
  • Steps to Rational Decision-Making
  • Limits to Rational Decision-Making
  • Improving Decision-Making

Module Six: Control

  • Basics of Control
  • The Control Process
  • Is Control Necessary or Possible?
  • How and What to Control
  • Control Methods

Module Seven: Organizational Strategy

  • Basics of Organizational Strategy
  • Sustainable Competitive Advantage
  • Strategy-Making Process
  • Corporate, Industry, Firm Level Strategies

Module Eight: Innovation and Change

  • Organizational Innovation
  • Why Innovation Matters
  • Managing Innovation
  • Organizational Change
  • Why Change Occurs and Why it Matters
  • Managing Change

Module Nine: Organizational Structures and Process

  • Departmentalization
  • Organizational Authority
  • Job Design
  • Designing Organizational Process

Module Ten: Managing Teams

  • The Good and the Bad of Using Teams
  • Kinds of Teams
  • Work Team Characteristics
  • Enhancing Work Team EffectivenessSteps

Module Eleven: Motivation and Leadership

  • Basics of Motivation
  • Equity Theory
  • Expectancy Theory
  • What is Leadership?
  • Situational Leadership
  • Strategic Lea

Audience:

 

This course could be for Managers, Section heads, team leaders and supervisors.

Prerequisites:

 

No prerequisites needed.

Monday, 21 September 2015 02:00

Meeting Preparation

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Overview:

 

Producing accurate, easy-to-understand minutes is vital to an organization’s decision making process. Without training, minutes may be too scanty or too comprehensive, unclear and disjointed, or fall short of accurately reporting the meeting and the actions to be taken.

This practical workshop takes delegates step-by-step through the process of meeting preparation, active listening and note-taking to the final production of the minutes.

Exercises will take place throughout the course which will enable delegates to put into practice the newly acquired skills. These exercises are designed to be highly participative and take place in an encouraging and supportive environment

 

Objectives:

 

 

By the end of this course, participants will be able to:

  • Save time and produce professional, clear, well-structured and accurate minutes with confidence
  • Work effectively with the chair and colleagues in the preparation of agendas, meeting papers and minutes
  • Identify and overcome obstacles to effective listening, and enhance your concentration, listening and note-taking skills
  • Utilise essential note-taking techniques adopted by experienced minute takers
  • Identify the relevant and key points from a meeting and know what information not to include
  • Understand the importance of accurate and informative minutes to the success of meetings

         most of each of them.

 

 

 

Content:

 

 

Agenda and Meeting Preparation

  • Working with the chair
  • The purpose of an agenda
  • Planning and preparation
  • Putting the agenda together – content, timing and presentation

The Use of Minutes

  • Why minutes are important
  • The essentials of successful meetings
  • Who reads the minutes?

Critical Listening Skills

  • Successful listening – maintaining interest
  • Overcoming barriers to listening

Effective Methods of Note-taking

  • Understanding what is important
  • Types of minutes and methods of note-taking
  • Taking notes – the keys to accuracy
  • Distinguishing the important from the irrelevant
  • Converting from notes to text
  • Arranging information in an easy-to-understand manner

Writing the Minutes

  • Co-coordinating the material
  • Avoiding common pitfalls in written language
  • Achieving accuracy, brevity and clarity
  • Using the correct format, structure and style
  • Producing minutes which satisfy their purpose and the readers' needs within an acceptable time frame

Audience:

 

 

This course could be for office managers, secretaries.

Prerequisites:

 

No prerequisites needed.

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